Leadership: Succeeding in the Private, Public, and Not-for-profit SectorsRonald R. Sims, Scott A. Quatro M.E. Sharpe, 2005 - 427 من الصفحات The contributors to this wide-ranging volume seek to define exactly what leadership is or should be, and how to effectively develop it. Guided by an unusual framework that looks at leadership across different sectors and functions, they examine what they view as the major leadership challenges in highly visible for-profit, not-for-profit, and government organizations throughout the world. Their insights will prove equally useful as a general survey of leadership problems for executive policy makers, and for undergraduate and graduate students in the specific fields examined in the text. |
من داخل الكتاب
النتائج 1-3 من 81
الصفحة 254
... organizational structure , job design , work flow , performance appraisal and review , employee attitudes , performance management procedures , performance standards , and quality improvement processes ( Ulrich , Zenger , and Smallwood ...
... organizational structure , job design , work flow , performance appraisal and review , employee attitudes , performance management procedures , performance standards , and quality improvement processes ( Ulrich , Zenger , and Smallwood ...
الصفحة 281
... Organizational Knowledge . Leaders must understand the truth that organizational knowledge is a critical asset in today's evolved economy , and build an organizational infrastructure to harness and grow that asset . 5. Building Change ...
... Organizational Knowledge . Leaders must understand the truth that organizational knowledge is a critical asset in today's evolved economy , and build an organizational infrastructure to harness and grow that asset . 5. Building Change ...
الصفحة 394
... organizational adjustments , either because the new organizational direction or focus is compatible with the present culture or because the dominant traits of the culture are organizational direction neutral and can be used to support ...
... organizational adjustments , either because the new organizational direction or focus is compatible with the present culture or because the dominant traits of the culture are organizational direction neutral and can be used to support ...
المحتوى
3 | 20 |
Coping with Mental | 65 |
Improving Administrative | 195 |
حقوق النشر | |
9 من الأقسام الأخرى غير ظاهرة
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
ability accountability achieve actions activities approach balanced become behavior beliefs better building capital challenges chapter church commitment competence competitive continue core corporate create critical culture decision direction economic educational effective employees engaging establish ethical example executive expectations experience face firm focus future goals HR professionals human important improve increase individual industry integrity internal involved issues knowledge lead leaders leadership learning lives means measures meet ment military ministry mission moral nonprofit operations opportunities organization organizational performance planning political positive practices principles problems programs relationships requires responsibility role serve shared skills social society spiritual strategic success things tion understand United utility values vision York